Expert en performance opérationnelle (conception produit processus, projets, production, achats, logistique,etc.) et projets de transformation (lean, industrie 4.0)
Coaching individuel ou collectif d'équipes de direction d'ETI industrielle
Accompagnement amont en M&A (origination, due diligence)
Sujets de gouvernance, à la recherche d'un poste d'administrateur d'ETI
François 61 ans Paris |
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Expert industriel et gouvernance ETI |
Expériences professionnelles |
Société de Conseil et de Management de Transition
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Jan 2019 - Aujourd'hui |
Consultancy services Independent consultant for industrial mid size companies (operational excellence all along the value chain, industrial cost analysis and reduction, coaching, governance, M&A), start-ups and investment funds (origination, due diligence, portfolio performance, exit scenarii). |
ZODIAC AEROSPACE
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Oct 2014 - Jan 2019 |
Aerospace equipment and systems (5100 M€ sales, 35000 people, 99 sites in 14 countries), Financial recovery in 2017, leading to integration into Safran in February 2018 (in charge of the integration project on the Zodiac Aerospace side): COI (current operating income) improved from -11 M€ to +35 M€ in one year (Sep 17-Feb 18 compared to Sep 16-Feb 17) Operational recovery after 2 years of design and deployment of the ZAOS (Zodiac Aerospace Operating System), measured through a 10 KPI scorecard (40% quality improvement and 30% direct labor efficiency improvement in the last 12 months before Safran take over). |
FAIVELEY TRANSPORT
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Juil 2011 - Juin 2014 |
Systems and services for the railway industry (1000 M€ sales, 6000 people, 52 sites in 26 countries) 11% operating income, 6% net result : 111 M€ operating Income, 60 M€ net result and 22 M€ cash in 2012/2013. Quality Breakthrough : customer returns divided by 2 over 18 months, Industrial Excellence Award received from SNCF (French National Railways Authority). Design and execution of a Global Company Program (Faiveley Worldwide Excellence) over 3 years, aimed at deeply reengineering the group processes. Engagement of 6000 employees, leadership of the transformation. |
FAURECIA EMISSIONS CONTROL TECHNOLOGIES
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Juil 2007 - Juin 2011 |
(5200 M€ sales, 18000 people, 66 plants, 20 countries) Acquisition of Emcon by Faurecia in order to double the revenues and create the world leader of the automotive emissions control market: due diligence; rationalization of the supplier base, the industrial footprint and the product/process portfolio; choice of the new leadership teams. Design and execution of a « lean management » deployment plan (Faurecia Excellence System Acceleration Plan): implementation in each plant of a quantified and calendarized Plant Improvement Plan, participation in a pilot project with Toyota over 3 years. Continuous Improvement of industrial performance KPIs over two years: +30% in safety, +30% in quality, +6 % in net productivity, -18% in stocks. |
EM TECHNOLOGIES
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Fév 2005 - Juin 2007 |
Metal cutting, stamping & assembly for the automotive and electrical industries (140 M€ sales, 1200 people, 4 plants in France, 2 in Hungary, 1 in Turkey) Recovering profitability and restoring the value of the group in 20 months. 4.3% net result in H1 2007 after 2 consecutive years of losses, and divestment of 2 subsidiaries :
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VALEO GROUP
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Jan 1995 - Jan 2005 |
(12.1 B€ sales, 74800 people) VALEO CLIMATE CONTROL (1300 M€ sales, 7200 people) : from 2002 to 2005
VALEO SECURITY SYSTEMS (650 M€ sales, 4000 p, 16 plants, 8 countries) : from 1999 to 2002
VALEO SECURITY SYSTEMS (650 M€ sales, 4000 p, 16 plants, 8 countries) : from 1995 to 1999
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LEBRANCHU
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Avr 1991 - Jan 1995 |
(Automotive, stamping, assembly, €200M annual sales, 1200 employees)
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RENAULT AUTOMOBILES
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Avr 1987 - Mars 1991 |
(Direction des Technologies de Production)
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AIR LIQUIDE
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Mars 1985 - Mars 1987 |
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Formation |
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Langues |
Anglais : Courant Allemand : Bon niveau Espagnol : Bon niveau Japonais : Moyen |
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